For Owners of struggling hotels
A hotel in trouble can be turned. Most are underused, not unwanted.
Losses, a lender asking questions, an operator who won’t change course. We have turned hotels like this before, and we start with what the building already has.
What usually goes wrong
Four things we see most often.
- 01
Costs are cut where they are visible, and the guest notices before the P&L does.
- 02
Rate is discounted to fill rooms that were never the problem.
- 03
Idle space is left idle: the lounge nobody sits in, the shops nobody rents.
- 04
The operator is blamed when the agreement is the real constraint.
What we do for you
Where we come in.
Diagnosis in 30 days
Accounts, market, agreement and building, with the three moves that matter most.
Turnaround plan
Revenue, cost and capital actions, funded in tranches with a payback for each.
Lender and operator talks
The numbers your bank and your operator will accept, prepared and presented from your side.
Exit or reposition
What it costs to leave the contract, what the hotel is worth after, and whether to hold or sell.
Start with these